Demand & berth mix
Examine the demand assumptions behind the project and translate them into a proposed mix of berths and associated services.
ESTABLISH THE COMMERCIAL FOUNDATIONS
Marina feasibility studies & business planning
Assess demand, define the right berth mix and connect the marina concept to a clear operating and revenue model.
THE DECISION BEHIND THE SCOPE
Start with the right questions.
A waterfront concept needs more than an attractive masterplan. Berth demand, pricing, services and operating costs must support the same business logic before development decisions are made.
Discuss this scopeWHAT THE WORK COVERS
The scope at a glance.
Revenue & pricing model
Set out the pricing logic and revenue streams for the marina, with the assumptions visible for review and discussion.
CAPEX & OPEX assumptions review
Review capital and operating cost assumptions alongside the proposed operating model to assess the coherence of the business plan.
METHOD & DELIVERABLES
How the work
takes shape.
Build the feasibility case from a shared evidence base. We connect market assumptions, available technical information and operating economics, then compare the choices that matter before the next development decision.
Explore the workstreams and typical outputs below. The deliverables and review milestones are agreed around your priorities, available information and project stage.
Market evidence & marina product
Review existing research and compare relevant marina offers, user groups and demand drivers. Test the proposed berth mix, service proposition, occupancy and seasonality assumptions against the evidence, identifying where further research or a different product may be needed.
Typical outputs
- Market and competitor comparison
- User segmentation and berth-mix rationale
- Demand, seasonality and occupancy assumptions
Technical information & constraints
Examine the available site studies and marina planning information with the relevant specialists. Identify constraints affecting access, manoeuvring, services and operations, then define investigation briefs and questions for the appointed engineers and environmental specialists.
Typical outputs
- Available-studies and information register
- Technical constraints and dependencies note
- Brief for additional specialist investigations
Operating economics & business model
Bring pricing, occupancy, services and operating costs into a transparent financial framework. Use available capital-cost information, identify its limitations and compare relevant operating structures, with the assumptions and sensitivities visible for the client and its financial advisers.
Typical outputs
- Commercial assumptions workbook
- Indicative operating model and activity P&L
- Sensitivity analysis and value-driver summary
Scenarios & development decisions
Compare the material development options using consistent market, technical, operating and financial criteria. Bring the findings into a decision workshop, record the selected working assumptions and identify what still needs confirmation before those choices inform design or investment planning.
Typical outputs
- Development-options comparison matrix
- Preferred-scenario and assumptions note
- Decision record and next-step priorities
WHO THIS SUPPORTS
Built around your role.
Before we begin.
When should a marina feasibility study begin?
During the concept phase, before the berth mix and main infrastructure choices are fixed. It can also support the review of an existing concept or a proposed expansion.
What decisions does the business plan support?
It brings together demand, pricing, revenue streams and cost assumptions so the client can assess the proposed development and operating model. It does not guarantee financing or a particular investment return.
CONNECTED EXPERTISE
The next pieces of the project.
Investment & fundraising
Define the investment case, prepare funding materials and identify potential investors and financial partners for marinas, yacht clubs and waterfront developments.
Explore this scopeMarina operational design review
Bring operating, service and sustainability requirements into marina planning while design choices can still be adjusted.
Explore this scopeMarina operator strategy & selection
Define how the marina should be operated and create a structured basis for selecting the organisation responsible for delivery.
Explore this scopeLET’S BUILD WHAT COMES NEXT
Let’s define the right scope.
Start with your priorities, the evidence available and the decisions ahead.